Commitment, dedication, hard work and consistency have helped Ravee Nair unlock the doors of his imagination, allowed him to envision his career goals and given him the right level of confidence to turn his dreams into reality.
Nair began his career in the hospitality industry in 1976, and in 2021 he became the Corporate GM of the Monarch Group Of Hotels (MGOH). Currently, he looks after the smooth functioning of all the operations and SOPs followed in the properties of MGOH.
In an interesting conversation with Hotelier India, Nair cues us into his hospitality journey so far, his management mantras and his vision for the MGOH…
1. What triggered your interest in the hospitality industry?
I began my career in 1976 in the hospitality industry as I firmly believe that the hospitality industry is one of the best industries that we can work in. The industry is extremely varied, fast-paced as no two days are the same and is open to all age groups. In 1989, my career took a turn for the better and l landed as an HR manager with Cadburys till 2002. But I knew my calling is in the hospitality industry. Finally, in 2010, I joined as the first General Manager for Monarch Guestline. Post that, I served as the GM of many hotels but missed Monarch.
And as if it was destined, in 2021 again, I became the Corporate GM for the Monarch Group of Hotels. I found this young group was fast growing and managed by dynamic and enthusiastic leaders and good business brains with a challenging vision. So I joined the group and was really excited and blessed to be a humble part of the well-deserved growth of this fabulous group.
When a new group is growing at a fast pace, we have a lot of responsibilities in hand and I really enjoy the challenges that came along. I have a young and dynamic team and it is really a challenge and encouraging to train and bring them up to our standard to exceed the customer expectations.
2. What is the USP of Monarch? How does it stand out amongst its counterparts?
I’ve worked for other hotel brands but what stood out for me at Monarch is that it is led by a young team who is very passionate about the hospitality they provide. They not only treat their guests but also their employees as families. They work tirelessly in creating a healthy work environment as our directors think that we represent our brand in the front end.
Though our focus is on the hotels, we try to bring the best of culinary experiences through our in-house restaurants like pierONE and Surbhi Malvani Kitchen and Bar.
We have not limited ourselves to just hotels but have ventured beyond and brought exclusivity through ‘The C Cruise’ where sailing and dining experiences are clubbed for an enriching encounter to our guests.
Sky’s the limit and so are our goals as we also have Monarch Stays, another venture to cater to the leisure goals of our guests. We make sure that the guests have all that they demand so that they don’t have to go elsewhere.
To list a few of our plus points:
- Best quality at the best price.
- Offer the best price in the area or the price will be matched.
- Value for money.
- Customise the dish as per the guest choice.
- Every day different offers on food and liquor.
We make sure to stand out among the counterparts in the hospitality industry and provide a personalised service.
3. What are the main challenges you face in managing the day-to-day activities at your hotel? How do you go about resolving them?
Running a hotel business isn’t a cakewalk. The level of risk involved is immense. Therefore, we are always alert and keep an eye on every hurdle that comes our way. And address them on priority and be proactive. Some of the challenges we face are listed below:
Hiring and retaining staff – What I do is, train the new recruits and mould them in all the departments, so that whenever the other units of the group need staff I could meet their requirement. To retain the qualified and experienced staff requires you to practise a few tactics. For example, cultivating a feeling of belongingness (culture) and value for the team members will make them attached to their jobs and instil a sense of responsibility. During the training sessions, I personally make sure that all these points are addressed.
Changes in marketing trends and dynamics – Here, my front office team at all the units effectively apply the yield management technique and get over the situations. Messaging apps, and other online resources help in implementing effective digital marketing strategies to tackle this issue.
Rising cost of daily consumables – This requires a lot of planning and scrutiny and here I have to be on my toes to bring down my food cost. It is not possible to increase the menu rates every now and then because the market fluctuates. I sit with corp chef, CDPs, Restaurant Managers and the inventory controller and jointly chalk out the action plan to curb this situation without compromising on the quality. I personally keep a vigilant and constant check on the inventory and reduce wastage, portion control and standard recipes.
Housekeeping issues – We, at Monarch, have a very committed, trained and experienced staff to face any sort of challenges and manage well with effective strategies and thought processes. Coordination with the front office is the best way to manage tasks, and keep track of the arriving and departing guests. In the Monarch Group, we have a strong team work ethic and by this, I could easily overcome any challenges in any department.
Changes in guest expectations – Be it free WiFi, entertainment system, unique stay experience, or swift check-in check-out services. We have provided the right technology, deploying a self-service guest portal that will facilitate quick check-in and check-out services. Our management makes sure that we get the best of technologies in fulfilling guests’ demands.
Irregular cash inflows – Myself, the FO HOD and his team and sales’ team follow up with the payment collection. What I do is rather than refusing the booking, we follow up religiously for the payments. And that’s the best thing we can do about dealing with such challenges.
Maintaining the online reputation – We, at Monarch, have a very effective review management system to monitor, manage and respond to our online reviews in time.
Losing loyal customers – We conduct loyalty programs in the MOST practical way to increase our loyal customer base. These include offering amenities, discounts, and reward points to guests against their membership. During our annual day, we invite them and offer them free dinner on that day as a token of recognition.
Changes in technology – Today, customers are expecting a fast response and services from hotels. Since our FO team and Service team is well trained to send quick responses through the newly introduced system, it helps increase hotel bookings and revenue.
The growth of local rising competition – Constant innovations and personalised services are eventually the only way to beat the competition. That’s exactly what we do at Monarch.
4. What are some of the work philosophies you adhere to? And also make sure your staff adheres to?
Ours is a strong service-centric philosophy, consistently demonstrated by our frontline staff. We guide them in their effort to achieve and exceed the customer expectations and ultimately the business success. We empower our frontline staff to demonstrate a consistent innovative and excellent customer oriented service to every customer, every time the guests come through our door and convert the casual guests to loyal raving repeated guests. We truly believe in our principle of ‘Where Hospitality Matters’ and follow it diligently at all levels and times.
5. What are the strategies Monarch, as a brand, follows to ensure repeat guest visits?
Every guest is equally important to us, and we try to create the best guest experiences. Giving feedback and booking with us again are a few ways guests appreciate our efforts.
But I select a few personal mantras, which are actually practical, easy to apply, and ones which our team is well-trained to believe in as well.
- The first impression is the last.
- Deal with guests’ issues instantly.
- Anticipate and be proactive.
- Keep a personalised touch even if you’re a mile away.
- Excite guests with exclusive packages and deals.
- Loyalty Program for our regular guests.
- Ask for feedback.
- Remember our guests every time they visit.
6. What is your vision for the future of Monarch?
We are strategically growing. Expanding while maintaining the standards of service in each of our properties is the goal. Providing affordable luxury to the corporates, and making Monarch every corporate’s second home is our ultimate goal.
The Monarch Group Of Hotels is recognized as the leading hotel group that reinvents its tradition; and as an excellent destination to enjoy the best of products and excellent services. I feel proud to be part of this ever growing progressive team.
